105: Unlocking Success: A New Era for Key Choice Commercial with Natalie Foskey

Title: Unlocking Success: A New Era for Key Choice Commercial with Natalie Foskey

Guest: Natalie Foskey

Peter: My guest is Natalie Foskey. She’s the owner of Key Choice Commercial, a commercial real estate company in Lynnwood, Washington. I’m also joined by Chris Goldman. Chris, why don’t you introduce yourself?

Chris: My name is Chris Goldman. I’m a business coach and marketing strategist with the Biz Marketing team and excited to be part of this conversation with a great business owner in our area.

Peter: We were reminiscing before we turned on the record button about how Biz Marketing and Chris Goldman in particular helped Natalie’s company actually come up with a new name, and that was a cool journey before what was the name of the company before

Natalie: we Well, it still yeah. It still is Bradley Commercial Real Estate. Yep. That’s our LLC.

Peter: Got it.

Natalie: And we added the trade name of Key Choice Commercial, Key Choice Commercial Real Estate. So when I bought the business seven years ago, I bought the whole thing including the LLC name, which is Bradley Commercial Real Estate from the founder, Michael Bradley, but knew at some point I needed to really make it my own and rebrand, and didn’t have any idea. Kind of went through some names that I thought would be good and did searches online, and everything was taken. And that’s when Chris stepped in and helped me figure that piece of the puzzle out.

Peter: Here we are four years later, and I’m glad to see that your business is thriving, and I can’t wait to dig into how you’ve done it and your journeys. What inspired you to get into commercial real estate or the commercial real estate industry?

Natalie: It started with a farm in Canada. I know. Who would have expected that? My grandparents were immigrants from Poland and bought a ten ten acre farm close to the town of White Rock in Canada, right across the border, were chicken farmers and basically lived hand to mouth, ate what they grew, had a few cows and chickens, sold eggs, that type of thing. Grandparents passed on and mom and dad inherited the farm, and White Rock was growing tremendously.

And during that time, they were doing a lot of city planning meetings. Mom and dad were attending those, and they were deciding what was going to happen with that area. So mom and dad were in the planning stages of that. One of the things that they really needed was high density residential in that area, and mom and dad could feed into where that should be, and it ended up being on this 10 acre parcel of land that was sold twelve or thirteen years ago. And with those funds, mom and dad invested in commercial real estate.

But that was the second piece. The first piece was a two and a half acre parcel that was a little bit further west, and developer bought that, and that’s currently where Home Depot is in White Rock. Yeah. Wow. That was the first piece.

And when mom and dad sold that building, they were asking us I’m the oldest of three daughters what should we do? And I had a friend who we were we happened to be driving through Marysville, she pointed at this building and she said, Yeah, we get a check every month because my husband’s great uncle owned that building. Oh, that sounds really interesting. So it was his descendant owned a percentage of it, so they ended up with a check every month from the rent. So I thought that sounded like a really good thing, and mom and dad should really consider commercial real estate.

And so they found a great commercial real estate broker in Edmonds, and he started looking for property for them. And the first building that they bought was the building that our office is actually in, in Linwood. And it’s a little weird little building. It’s a light industrial building with industrial on one side and residential on another. And it was before Linwood started really city planning.

So it was kind of someone’s probably just put in an automotive location, and so pretty soon, they’re building some little industrial buildings around. So that’s that’s our first one. So my office is here, and then we leased out the rest of the building, and that was the first investment. And then they bought two other larger investments, one in Mill Creek and then one in Renton Highlands. Nice.

So during that process of learning about commercial real estate and how to go about looking at properties and valuing properties and how do you make those decisions. I was in on all of those meetings and got really interested in it and found out that North Seattle College has a two year real estate program. So I did that, and it was mostly residential, but there was enough carryover to commercial real estate that was great. And when we first bought the larger buildings, properties, we had to have commercial property management take care of those properties, and they’re all retail centers. We would meet with our property managers every month, and we had two different property managers.

So met with them every month and just learned a lot about leasing and triple net leases and winter services and roofs and parking lots and all these crazy things. And the idea was eventually someone in the family would be managing those properties, take over

Chris: the pension.

Natalie: I felt like I had the education because I’d taken the two year program at North Seattle College but didn’t really have the experience. But it was at a point where one of our property managers announced that he was gonna retire, and he would help us to find a new property manager. And I thought, oh, this is perfect time. I can take over the management of that commercial building. So I approached him about interning for him, and his name was mister Mike Bradley, the founder of Bradley Commercial Real Estate.

And he was thrilled to have me come and intern for him. And the first day, I showed up, and he’s on one side of the desk with a stack of paper, and I’m on the other side of the desk with the exact same stack of paper, and he starts going through leases with me and purchase and sale agreements. And we’re going line by line, and he’s teaching me everything. Well, he’s teaching me what he knows, and I’m, like, dozing off because I’m like, there’s just so much you can’t even, you know, take it all in. Yeah.

So I ended up hanging. I had taken the real estate license test and ended up hanging my license at Bradley Commercial Real Estate. And within the first couple of weeks of me interning with him, it was really apparent that he was not closing down the business, and I’d overhear him talking about different deals and leasing and this type of thing. Yep. And I came in thinking that I was going to help him close-up shop and take over the management of this one property that my family happened to own, and it turned into him asking if I’d buy the business from him.

So that was not at all what I was expecting to do. Not that wasn’t even on the radar at all, but really felt like that was what I needed to do. So ended up buying the business from Mike in 2017. Let’s see. Yeah.

01/01/2017, and I’ve been here ever since.

Peter: Wow. When you got started, you were doing property management was kind of the foot in the door, so to speak, or kind of the you’ve obviously expanded since then into other services, maybe other services that were already being done. So what is the range of services that you all provide?

Natalie: Good question. So we are a full service commercial real estate brokerage firm. So we help people buy and sell commercial properties. We do sales. The sales part of it, the research and purchasing, looking at finances, leases, that type of thing, and then a lot of leasing.

The majority of our business really is leasing, filling up spaces. The purchase and sales are we’d we’d love to do a little bit more of that. That’s kind of few and far between. And then the property management is really the most time consuming aspect of what we do because it just takes so much time to interact with tenants. You can have one property with three tenants, and it takes the same amount of time as one property with 12 tenants.

So I have lots of little squirrels, as Peter would say.

Peter: Referring to my squirrels and buffalo analogy. And

Natalie: a few and a few buffalos.

Peter: Okay.

Natalie: So when I bought the business, I had my family’s property, and Mike had basically two clients. And our focus really is family ownership groups. So we work with families who have invested in commercial real estate, and a lot generational investment. Maybe the parents or grandparents purchased or developed commercial real estate, and then it was passed down to the next generation, and sometimes they would manage it themselves and take care of the leasing themselves, and sometimes they didn’t. And so we would step into a lot of situations where leases had expired and they’re like, We don’t know what to do.

We’re good at, I don’t want to say cleaning up messes, but kind of cleaning up messes. If it’s been in the family for a while and the family’s been managing it, a lot of times, some things just get get forgotten because now all those tenants are great friends of theirs, and it’s like, well, really, you should be billing back for this, and really, you should have a legal lease, and and so we get to help with that. So, anyways, we work with the most wonderful families and enjoy our clients very much.

Chris: Natalie, when we were going through your vision for your company, you’ve had some core things you wanted to name that was more generic at one hand, but specific in another. Can you talk a little bit about that juncture where you realized it’s time to really make this my business, my company, and and how you and the team were doing at that time. And now we’re four years later. So can you kinda describe a little bit of that?

Natalie: So I knew actually before I bought the business that I really wanted it to wanted to brand it with my own feeling and vision. I was very, very different philosophy and leadership style than the founder of the business, and so part of rebranding was really putting the stamp of this is Natalie and she’s different and things are going to be a little bit different than they were before. So I guess the thought process was twofold. How do I continue with a great business model, but then really communicate that this is something that is a little bit different? Part of it was how do we come up with a name?

Like I said before, what what should we call it? And, Kris, you were fantastic in putting together a team of people, we sat on a Zoom call and everyone fed into what are different ideas. And everyone kept saying, You should do something with your name. So when we went from Bradley Commercial Real Estate, which was very much Mike Bradley, that was great, I kind of didn’t really want to go to Foskey real estate or Foskey. First of all, it’s kind of difficult to pronounce and understand, and people are like, Foskey or Forskey or that type of thing.

So I didn’t want to do that, but I did like the key end of Foskey. And so we used that and came up with Key Choice Commercial. And I have since had that trademarked. I’ve trademarked the name. There’s a lot of key things.

So there’s Key Bank, Key Arena, and and all of that type of thing. So I think Key kind of stands out. People and I’ll hear someone say, oh, yeah. That Key Real Estate. Right?

That Key Real Estate as well. Key Choice Key Choice Commercial, but that’s where

Peter: we end up. The image on your logo with the key, obviously, symbolizing real estate is such a iconic look.

Natalie: We know you guys came up with that for us

Peter: Oh, yeah.

Natalie: Peter. Yeah. And we’ve been having Lands’ End do some branded wear for us, and they love the logo so much. They asked permission to do some sample things that they would put in their catalog. Like, yeah.

Yeah.

Peter: And free advertising.

Natalie: There you go. That’s awesome. Well, we’ll see. We’re kind of a little teeny tiny niche in the Pacific Northwest.

Peter: Yeah. You’re yeah. You get some call from New York, some multibillion dollar investor, Hey. Could you help me? I’m looking at the Northwest.

Chris: So

Natalie: And I’ll be like, ah, I can help you find someone that can help you.

Peter: Yeah. There you go. There you go.

Chris: I’m interested in hearing you talk about a little bit is what it takes as a business owner to ride the different waves of the ups and downs. And, course, real estate is notorious for that. As an owner now, when you step back, what are some of the key things that have kept you going, keeping smooth when it could just be really erratic?

Natalie: The big crisis for us was COVID when everything was shut down, and I’d stay up at night just really worried and thinking about the mom and pop businesses. The restaurants will kind of be okay. They figured out their niche with Uber Eats and that type of thing, but it’s the nail salons and the hair salons and all of those little mom and pops that were really affected by that. For me, going through that down really down downturn for me emotionally too because these are wonderful family businesses usually, and they’re paying rent to a landlord that probably has a mortgage. And when they stop paying rent, there’s gonna be a big problem paying that mortgage because people aren’t paying rent.

So all of those things were really kind of a difficult time. But during kind of that COVID time, we got to see we have a tenant in our building that was an event rental space, and they were going gangbusters because they had set up all of these tents outdoors for big businesses to have luncheons and their events outside so that there was enough social distancing. So we saw a lot of that too where it turned out great for a lot of businesses, and the little businesses, when they’d come immediately figuring out how are we going to maneuver this because we want these little businesses to survive. I don’t want to have to lease up a lot of space. I don’t mind doing that, but we want to see them do well.

We want our clients to do well. So when they’d come to me and let me know that they were having problems, I had a list of things I wanted to see. I wanted to see their financials. A lot of different things. We need to see some historical evidence that past two months have been very difficult for them.

And then with all of that, we also wanted to see them make some effort to apply for some grants or loans, that type of thing that were available. We got through it and all of that we did a lot of deferment, rental deferment, but we did very, very little abatement. For the most part, everyone deferred rent and paid it back, that was fantastic. So that was a real downtime, but then the uptime was we figured out what to do and walked away with feeling I guess, part of it for me was we work with family ownership groups and the tenants that we work with generally are family run businesses, and it helped me really understand the types of people that I wanted to work with and those that I didn’t. So it helped me understand I really need to work with people that are compassionate and really think about those tenants.

If if they’re beating down their doors for rent, I can’t that’s not my style, and and we can’t do that. That was kind of a a downturn, but but a good lesson at the same time. And then with real estate right now, past eighteen months or so, we’ve had these interest rate issues, high interest rates. So that has really caused a lot of changes in the industry in that we have to think about pricing. Are we pricing our properties in a way that we’ll actually sell?

Are the leases that other property owners are going to want to honor and continue to abide by and make sure that those tenants are abiding by those terms. Anyways, so it’s made us consider how else can we add value to a property. We know that interest rates are so much higher. So we think about the leasing aspect of it as far as making sure that we’re in triple net leases so that as much can get passed through to tenants as is reasonable and possible and also ethical. Are you replacing your entire parking lot and having the tenants pay for it, or is that something that you’re splitting with your tenants?

Those types of things. So the ups and the downs, that’s a lot of it.

Natalie: Dealing with ups and downs in life, I have found the thing that really keeps me centered and focused, and that is walking. So I walk three and a half miles every day. So we live near five corners in Edmonds. I walk down Main Street, get down to actually now where Molly Moon is, and, turn around there and come back up the hill. And during that hour and fifteen minutes in the morning, a lot of times the dog comes with me, and a lot of mornings, she’s like, I’m gonna stay home and go back to bed.

Regardless, I am listening to books constantly. And this morning, I was like, I wonder how many books I’ve actually listed listened to. And so I came up with my list and going on 60 books Wow. That that I’ve listened to in the past couple of years of walking. And that it just really fills my soul.

So the other thing too is I’m kind of a numbers geek person, and the American Heart Association says you should have a hundred and fifty minutes of exercise every week. So I have this little app on my phone. It’s a Google Fit. So Google has this app free, and I calculate my heart points. So my goal every month is 2,500 heart points.

And this month so far, I think I’ve got 2,700. But so I I average quite a few heart points every day, and I love seeing that number on my phone when I open it up.

Chris: Can I ask you a question? How does that affect you as in semi managing your office, your team, and your business?

Natalie: So one of the things is having encouraging my staff to also be active becomes such, fulfilling part of my day and for me encouraging them to to get outside and do something that you enjoy. The other thing that I incorporated about a year and a half ago is we go through some of the books that I’ve enjoyed most. Right now, we’re going through the book Cues, c u e s, written by Vanessa Van Edwards. And it’s a lot about nonverbal cues and how do you communicate in a way in with charisma so that people list and then being tuned into how people are communicating. During our weekly meetings, I usually start off with a icebreaker question.

My icebreaker question today was, when have you seen someone display a cue and you knew exactly what they meant on this nonverbal action, whatever it was? And I shared I was in a meeting yesterday with someone, and the attorney in the meeting did this nonverbal thing that was just I she communicated frustration. And I was thinking, I wonder if she knows how she just came across because it just was so blatant. Those types of little things, we we’re reading cues right now. We’ve read atomic habits by James Clear, and that’s fantastic.

And and one little quote that I have from that book that I love is every action you take is a vote for the type of person you wish to become. You think about every action. So every morning that I get up and put my tennis shoes on and get out the door is a vote for me wanting to take care of myself and enjoy my time in the morning and fill my cup so that I can have a great rest of the day.

Chris: Fantastic.

Peter: That’s great. One thing, you’ve touched on it maybe a little bit, but leadership, your leadership philosophy, leadership styles vary widely. Can you describe your approach to leadership and how it’s evolved over the years?

Natalie: When I bought the business, it was me, an intern who was very, very part time, and then a bookkeeper. And she quit four months in. So it was me and this very, very part time intern. The thing I knew for sure was that I didn’t know anything. So when I first started, I reached out to a couple people that I knew were business people and asked them different questions about, so what would I’ve got this situation.

What would you do? And got some help that way. But then it was like, I really need some more resources. So found Entre Leadership and have used their material quite a bit. So in kind of refining my leadership, it’s mostly been when I realize things are not going well going back through a book.

Where is it that things are falling apart? Is it the way I’m communicating? Trying to step back and look at the picture. Have I not communicated my expectations, or have I communicated my expectations and they’re not being followed through? And if they aren’t, why not?

Is it a problem with lack of respect or not being on the same page? This is really important to me and hearing from them. Also, to hold things loosely to I’m always like, I don’t know it all, and I’m always getting better. Listening to books all the time tunes me into one more thing. Oh, yeah.

I hadn’t thought about it that way. One book that I’m reading right now is think again. Just fascinating to think through some of the things that you think that you really know that you really don’t know at all. And one of the things he points out is that people that seem to be experts in certain fields feel so confident that they know everything that they end up making a lot of mistakes. And as I heard that, it reminded me of couple times when someone has said something about leasing or commercial real estate.

And in my mind, I’m thinking they have no idea what they’re talking about this way. And then coming back to it later thinking, I don’t really know their story, and I don’t really I’m coming at it with I know it all, and I don’t know it all. And they have more information on whatever they’re talking about than I have. So leadership is a lot of humility and being teachable and being self reflective. What is it that I’m doing that I can do better?

And inviting my team into one of the things that we do every week is the four helpfuls. It’s a entree leadership thing. It’s what’s working, what’s confused, what’s missing, and what’s broken. And we do that as a team almost every week, and it’s great. We start off with what’s working.

And, usually, what’s working are things that we have fixed because we went through what was broken, talked through that through and and came up with a plan to fix it or what’s missing or what’s confused. Is working together is a great team.

Peter: I like that. What’s working? What was the next one?

Natalie: What’s confused?

Peter: K.

Natalie: What’s missing?

Peter: What’s miss okay.

Natalie: And what’s broken.

Chris: Broken. Got it. Think about adding team members like you’re just talking about. What are some of the characteristic that you’re looking for as a business owner that really drives your passion towards certain hires?

Natalie: So about a year and a half ago, I started using Patrick Lencioni’s material with the six types of working genius. Now that I know my working genius, understand why I get frustrated. One of the first things I do is when we’re looking at someone who really seems like they’re gonna work out and be a good fit, I’ll have them do the working genius assessment, and that has been fantastic. I have a lot of people who love to complete projects and check off boxes and that type of thing, and that is not me at all. And one of the great things about doing the working genius is finding out that things that were always very, very difficult for me were not necessarily a bad thing.

That was it’s how I wired, and there are great advantages of these different things. I’m an inventor. I love to start new projects, but I’m not so great at pushing them past the finish line. And I do. I do that all the time.

You have to. Right? But it’s not my favorite thing. But having people on my team that are willing to pick up the pieces from the things that I’ve started and push them across the finish line, that’s what I’m looking for.

Peter: Sounds familiar.

Natalie: I I find so many people that are business owners that are also inventors. And and I was I’ve all I was growing up. That was always very frustrating to me. I loved well, yes and no. I love to start new things, but finishing them was a big problem.

And you you end up with lots of craft projects that are started and never some of them are finished, but then you have

Natalie: a whole bunch that aren’t finished anymore.

Natalie: But I’m finally to the age where I’m like, okay. I understand this about myself. Before I start a project, I really need to think through really, the starting it is the funnest part for me. And now I’m knitting. So I get to start things over and over and over again because I start a project, and I rip the whole thing out and start it again, rip it out, rip it out.

So I found the perfect craft for someone who loves to invent.

Peter: We’re big fans of Patrick Lencioni as well and have done some of his work, especially the working genius and the book. Oh, the what is it? The ultimate team player?

Chris: Yep. Ultimate team player.

Natalie: Okay. I haven’t done that one, but I’ve got my list of books

Peter: before before the working genius came out.

Natalie: Okay.

Peter: Yep. That was kind of the lead up to

Natalie: To that.

Peter: So the Working Genius book was about kind of getting a little more involved in the execution of the essential team player piece. I mean, the essential team player, all of his books are so good because of the way that his style, the story style that he uses in his books, I I really enjoy. So, yeah, that’s that’s neat to hear.

Chris: We have three inventors on the podcast today. What’s really interesting, those who don’t know, there’s six characteristics, invention, galvanizing, determent, anatomy, wonder, and enable. And you tend to be a genius at two of them, competent at two of them, and frustrated with two of them. And so you have to surround yourself with those team players. So you were saying that you will have them do their profile so you know what it is and who how it fits in with the team.

Right? You still have to finish projects, but you need team members to help you get that done right. So do you intentionally hire to get around a rounded well rounded team, or do you find that there are specific qualities in your line of business that are extra valuable?

Natalie: Yes. So I didn’t realize you know things about yourself, but you don’t know how to verbalize it or you hasn’t been put on paper. When we did the six types of working genius and I had staff who had already been hired take the test, and they were genius in the things that I was very frustrated as. I knew what I needed, and that was my first hire when Monica came. I knew she had all of the things that I needed that I didn’t have.

So that’s part of it. And I what was the rest of your question, Chris?

Peter: Did it how much of it did it pertain to commercial real estate when you do the hiring?

Natalie: Yeah. So with the hiring with commercial real estate the thing about commercial real estate is it’s entirely different than residential. Commercial real estate is all about the dollars and cents. How much a property is worth is dependent upon how much money revenue it’s gonna generate. It’s not about, well, you don’t want it to be emotional because when it becomes emotional, that’s when the whole thing kinda falls apart.

You wanna make decision commercial real estate decision based on dollars and cents. And if you’re leasing a space, will my business support do I have enough income with my business that I can pay rent and all the expenses do well? If I’m buying commercial real estate, am I going to be able to make enough money to make it worthwhile if I’m gonna have a mortgage? Thinking about, can I pay my mortgage? Right.

What if I end up with a couple of vacancies? How does that work? So when I think about the working genius and the real estate aspect of it, for me, it’s I’m have the inventor aspect. So I love to start new projects. So I love when I have a new tenant come in, and they want to they’re excited about a new space, and it’s like, okay.

Well, let’s let’s talk about if this is going to work for you. Is this does it meet your needs in location and size, parking, all of that? And then that’s kind of the exciting part for me doing the negotiations is is great. And then once we start really working with them and pass them off into property management, that’s when someone else takes over and gets all the pieces, and we have to bill them every month. And they have to pay their rent, and we need to pay all the bills for that property.

And I’ve got wonderful people that love to do things every single month the same way. Like, oh, that just boggles my mind. Every month, they’ve got a checklist, and they check it off every single month. And by the twenty seventh of month, all

Natalie: of these things have been done.

Natalie: I’m like, ugh. I am so thankful for people like that because that is not me.

Chris: As you’re looking forward now, we’ve come out of COVID. There’s been a lot of adjustments in your field. There’s been a lot of adjustments in everything with the economy. As you’re looking forward, what do you think is one of your challenges down the road that you’re preparing yourself now to be prepared to handle?

Natalie: So some of the changes that are happening, especially with our portfolios, are zoning changes, changes in density in certain areas. And the state of Washington has the goal to add, I guess, a million new households in the next, I don’t know, ten years. So each of these jurisdictions are committed to adding number of housing units. And because of that, they’re adding density to residential areas or converting not necessarily light industrial, but a lot of times retail into accepting residential development. So those are things and opportunities if you own commercial real estate and are in an area that Citi has committed to adding so many residential units in that area, there’s gonna be opportunity for those owners to either develop the property, sell the property to a developer, or do a land lease.

So those there’s lots of opportunity there. But then just the regular little 10 unit strip retail center, things that we’re seeing change gosh. I’m trying to think. It’s the same that you’ve, you know, been seeing for the last ten or fifteen years. We’re seeing actually more restaurants going in.

I know for ten years ago, everyone was like, restaurants, there’s 50% chance of failure, and we haven’t found that at all. We’ve seen lots of restaurants go in, and I think part of that is maybe COVID. People got sick of eating at home all the time. Mhmm. They’re like, we’re going out.

And the economy allows people are in positions now where they can afford that type of lifestyle, so that’s where they live.

Peter: What advice would you give someone looking to start their own business, looking at the past you? Let’s go back ten years. What would you tell yourself ten years ago?

Natalie: So I think ten years ago, I really I I really understood what I didn’t know and have I feel like worked really hard in educating myself. The books that I read and the classes that I take, a couple of things I didn’t mention is have design I hold designations with CCIM, so it’s commercial certified commercial investment member. In order to get that designation, you take a number of courses, pass a number of tests, and and they give you this designation. So it’s CCIM. And when you see another broker that has that CCIM, you know that they have the same basis of knowledge that you have.

They also you have also have to submit a portfolio. So you’ve done a certain dollar amount of transactions.

Peter: Mhmm.

Natalie: So for me, going through the CCIM courses was really helped me un really understand the commercial real estate, valuing what to look at for leasing, what all of that type of thing. So the thing that I would tell a new business person is to learn as much as you can and admit that you don’t know it all. He probably will never know it all, but start with, I I think I want to do this. I know I don’t know enough about it, and I need to find people that can help me learn or resources or Chris Goldman who can help me lead you through to be the type of business owner you’d like to be. Find a coach.

Find someone to work with.

Peter: That’s great. Thank you. Natalie, this has been a lot of fun today. Is there anything else you wanna share with us as we as we close?

Natalie: Like, to share just the appreciation for partnerships with biz marketing. You guys I’m a Christian, so I really feel like things don’t just happen by accident.

Natalie: Right. I

Natalie: really feel like the work got you guys into my life for this great purpose of rebranding and helping to add clarity to what’s what are the goals of this business? What do we want it to be known by? We wanna be Key Choice Commercial, and so appreciate partners like you guys.

Peter: Well, likewise, we certainly do appreciate you as well and your business and enjoy the opportunity to work with you to do the rebranding. That was a lot of fun.

Natalie: It was fun for me too.

Peter: Chris, do you wanna say anything as we wrap up?

Chris: I’ll just say every company that I’ve had the joy of working with is uniquely authentic when you get down to the core of who they want to be. And these small businesses in our communities are providing for families to live in the area, providing for wealth to grow, and to see so many people benefit from it. And when we see companies like Key Choice Commercial and owners like Natalie Foskey coming alongside companies like Biz Marketing and what Peter brings to the digital marketing world, we find that when we all work together, all of us bring something to the table that’s unique. And it’s a joy to just have this woven together fabric in the community made up of business owners. So congrats to eChoice Commercial and Natalie Foskey and her great team, also to biz marketing, Peter Wilson, his great team

Peter: Thanks, Chris.

Chris: The ways that we work together. Appreciate it.

Peter: A lot of that. That was not a paid endorsement, by the way.

Natalie: I’ll pay you later, Chris.

Chris: There you go.

Natalie: Great. Thank you, guys. Thanks

Peter: for listening to this episode of Biz and Life Done Well with Peter Wilson. You can subscribe to us on iTunes, Google Podcasts, Spotify, and most of the other popular podcast platforms. Please tell your friends about us and leave us a review so even more people will find out about us. Thanks again. We’ll see you soon.